In English

Proposal for efficient logistics system within the global direct delivery systems at Volvo Cars

Robin Andrén ; Peter Novakovic
Göteborg : Chalmers tekniska högskola, 2014. 72 s. Master thesis. E - Department of Technology Management and Economics, Chalmers University of Technology, Göteborg, Sweden; E2014:010, 2014.
[Examensarbete på avancerad nivå]

Volvo Cars Customer Service (VCCS) is a unit within Volvo Cars Corporation, responsible for handling all spare parts and accessories to the aftermarket. They use a direct delivery channel, Direct Delivery Global System (DDGS), for a range of products. Painted bumpers are considered a DDGS product and are produced by Plastal and shipped directly to the car dealers without intermediaries. VCCS experienced complaints from dealers regarding the lead-­‐time from order to delivery and the aim of this study is to illustrate the current flow of bumpers, making an analysis of the lead-­‐times to different sales markets and to suggest improvements in the cooperation between Plastal and VCCS. To propose some suggestions in accordance with the aim of the study, it was necessary to understand the flow of bumpers, from production at supplier until received at dealers. By making interviews and observations with actors from Plastal, VCCS and dealers, it was possible to understand of the different activities and processes connected to the flow of bumpers. Ten problems connected to either IT/System or Organization and Management was identified. We discovered a link between the problems of which one problem created synergies that resulted in additional problems. Therefore, the issues all related to the overall performance of the supplier. Three main solutions were identified in order to improve the supply chain efficiency and enable a smooth and transparent DDGS flow of bumpers. Firstly, increased number of measuring points is essential to determine the exact lead-­‐time and avoiding time-­‐consuming lead-­‐time calculations. Secondly, enable the dealers to receive the bumpers when they need they actually need the products. Lastly, involving a cross-­‐functional core team whose aim should be to assist the supplier with production issues and coordinating the flow to increase the customer value.

Nyckelord: Supply Chain Management, Cross-­‐functional teams, Supplier-­‐Buyer relationship, Material Planning and Control



Publikationen registrerades 2014-02-24. Den ändrades senast 2014-10-15

CPL ID: 194121

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